Chapter Two. Project Management Growth: Concepts and Definitions. When to Use Project Management
|
|
- Horatio Anthony
- 6 years ago
- Views:
Transcription
1 : Project Growth: Concepts and Definitions Chapter Two Project Growth: Concepts and Definitions 1 When to Use Project Are the jobs complex? Are there dynamic environmental considerations? Are the constraints tight? Are there several activities to be integrated? Are there several functional boundaries to be crossed? 2 The Need For Restructuring Accomplish tasks that could not be effectively handled by the traditional structure Accomplish onetime activities with minimum disruption to routine business 3 1
2 : Project Growth: Concepts and Definitions Restructuring Problems Project priorities and competition for talent may interrupt the stability of the organization and interfere with its longrange interests by upsetting the normal business of the functional organization. Long-range planning may suffer as the company gets more involved in meeting schedules and fulfilling the requirements of temporary projects. 4 Restructuring Problems (Continued) Shifting people from the project to project may disrupt the training of new employees and specialists. This may hinder their growth and development within their fields of specialization. 5 Imperatives The time span between project initiation and completion appears to be increasing. The capital committed to the project prior to the use of the end item appears to be increasing. As technology increases, the commitment of time and money appears to become inflexible. 6 2
3 : Project Growth: Concepts and Definitions Imperatives (Continued) Technology requires more and more specialized manpower. The inevitable counterpart of specialization is organization. The above five imperatives identify the necessity for more effective planning, scheduling, and control. 7 Obstacles Unstable economy Shortages Soaring costs Increased complexity Heightened competition Technological changes Societal Concerns 8 Obstacles (Continued) Consumerism Ecology Quality of work 9 3
4 : Project Growth: Concepts and Definitions Results of NOT Controlling Obstacles Decreased Profits Increased manpower needs Cost overruns, schedule delays, and penalty occurring earlier and earlier An inability to cope with new technology R&D results too late to benefit existing product lines Temptation to make hasty decisions that prove to be costly 10 Results of NOT Controlling Obstacles (Continued) insisting on earlier and greater return on investment Greater difficulty in establishing on-target objectives in real time Problems in relating cost to technical performance and scheduling during the execution of the project 11 Project Growth Technology increasing at an astounding rate More money invested in R&D More information available Shortening of project life cycles 12 4
5 : Project Growth: Concepts and Definitions Early Reasons For Failure There was no need for project management. Employees were not informed about how project management should work. Executives did not select the appropriate projects or project managers for the first few projects. 13 Early Reasons for Failure (Continued) There was no attempt to explain the effect of the project management organizational structure on the wage and salary administration program. Employees were not convinced that executives were in total support of the change (to project management). 14 Integrative Responsibility Total accountability assumed by a single person Project rather than functional dedication A requirement for coordination across functional interfaces Proper utilization of integral planning and control 15 5
6 : Project Growth: Concepts and Definitions Advantages Easy adaptation to an ever-changing environment Ability to handle a multidisciplinary activity within a specified period of time Horizontal as well as vertical work flow Better orientation toward customer problems Easier identification of activity responsibilities A multidisciplinary decision-making process Innovation in organizational design 16 Project Evolution Biblical Project Military Project Space Exploration Heavy Construction Other 17 Life Cycle Phases for Project Maturity Embryonic Executive Acceptance Line Acceptance Growth Maturity 18 6
7 : Project Growth: Concepts and Definitions Life Cycle Phases for Level 2 Project Maturity Embryonic Recognize need Executive Recognize Acceptance benefits Recognize Line applications Growth Maturity Acceptance Recognize what must be done 19 Life Cycle Phases for Level 2 Project Maturity Executive Acceptance Executive Embryonic Visible executive Acceptance support Executive Line understanding of project Growth management Maturity Acceptance Project sponsorship Willingness to change way of doing business 20 Life Cycle Phases for Level 2 Project Maturity Line Acceptance Executive Line management Embryonic support Acceptance Line management commitment Line management education Willingness to release employees for project management training Growth Maturity 21 7
8 : Project Growth: Concepts and Definitions Life Cycle Phases for Level 2 Project Maturity Line Acceptance Embryonic Growth Executive Acceptance Development of a methodology Use of life cycle phases Commitment to planning Minimization Growth of creeping scope Selection of a project tracking system Maturity 22 Life Cycle Phases for Level 2 Project Maturity Line Acceptance Embryonic Growth Maturity Executive Acceptance Development of a management cost/ schedule control system Integrating cost and schedule control Developing Maturity an educational program to enhance project management skills 23 Driving Forces for Maturity Capital projects Customer expectations Competitiveness Executive understanding New product development Efficiency and effectiveness 24 8
9 : Project Growth: Concepts and Definitions The Components of Survival Efficiency and Effectiveness Capital Projects New Product Development SURVIVAL Customer Expectations Executive Understanding Competitiveness 25 The Speed of Maturity Internal Efficiencies & Effectiveness Customer Expectations Non-Project-Driven and Hybrid Organizations Project-Driven Organizations Competitiveness Fast Speed of Maturity Slow 26 Benefits Of Project Mgt. Past View Project management will require more people and add to the overhead costs. Profitability may decrease. Present View Project management allows us to accomplish more work in less time and with less people. Profitability will increase. 27 9
10 : Project Growth: Concepts and Definitions Benefits Of Project Mgt. Past View Present View Project management will increase the amount of scope changes. Project management will provide better control of scope changes. Project management creates organizational instability and increases conflicts. Project management makes the organization more efficient and effective. 28 Benefits Of Project Mgt. Past View Project management is really eye wash for the customer s benefit. Project management will create problems. Present View Project management will allow us to work closer with our customers. Project management provides a means for problem solving. 29 Benefits Of Project Mgt. Past View Only large projects need project management. Project management will increase quality problems. Present View All projects will benefit from project management. Project management increases quality
11 : Project Growth: Concepts and Definitions Benefits Of Project Mgt. Past View Present View Project management will create power and authority problems. Project management will reduce the majority of the power struggles. Project management focuses on suboptimization by looking at only the project. Project management allows people to make good company decisions. 31 Benefits Of Project Mgt. Past View Project management delivers products to a customer. The cost of project management may make us noncompetitive. Present View Project management delivers solutions to a customer. Project management will increase our business. 32 Project Costs Versus Benefits $ Cost of Project Additional Profits from Better Project Pegged? Time 33 11
12 : Project Growth: Concepts and Definitions Industry Classification (By Project Utilization) Project -Driven PM has P&L responsibility PM is a recognized profession Multiple career paths Income comes from projects Project Hybrid Production driven but with many projects Emphasis on new product develop. Present Short product life cycles Marketing-orient. Need for rapid develop. process Program Past Non- Project-Driven Very few projects Profitability from production Large brick walls Long life cycle products Product 34 From Hybrid to Project-Driven Hybrid Present Hybrid Traditional Project Modern Project Entrance via Entrance via project-driven marketing, sales, divisions such as engineering and MIS and R&D R&D 35 Recessionary Effects Recession Layoffs Characteristics R&D Training Solutions Sought Results of the Recessions Blue Collar Eliminated Eliminated Short- Term Return to status quo No project management support No allies for project management Change way of White Focused Focused Long- doing Collar Term business Risk management Examine lessons learned 36 12
13 : Project Growth: Concepts and Definitions New Processes Supporting Project No Allies Empower- Total Concurrent ment and Life Quality Re- Engineer- Self- Cycle Manage- Engineering ing Directed Costing ment Teams Increasing Support 37 New Processes Supporting Project (Continued) Scope Change Control Risk Project Offices And COEs Co- Located Teams Multi- National Teams Increasing Support 38 New Processes Supporting Project (Continued) Maturity Models Strategic Planning For Project Intranet Status Reports Capacity Planning Models Six Sigma Project Mgt Increasing Support 39 13
14 : Project Growth: Concepts and Definitions New Processes Supporting Project (Continued) Virtual Project Teams Lean Project Teams Best Practice Libraries Capacity Planning Models Increasing Support 40 Definitions: Systems Air Force A composite of equipment, skills, and techniques capable of performing and/or supporting an operational role. A complete system includes related facilities, equipment, material services, and personnel required for its operation to the degree that it can be considered as a self- sufficient unit in its intended operational and/or support environment. 41 Definitions: Systems (continued) NASA One of the principal functioning entities comprising the project hardware within a project or program. The meaning may vary to suit a particular project or program area. Ordinarily, a system is the first major subdivision of project work (spacecraft systems, launch vehicle systems)
15 : Project Growth: Concepts and Definitions Definitions: Programs Air Force The integrated, time-phased tasks necessary to accomplish a particular purpose. NASA A relative series of undertakings that continue over a period of time (normally years) and that are designed to accomplish a broad, scientific or technological goal in the NASA long-range plan (lunar and planetary exploration, manned spacecraft systems). 43 Definitions: Projects NASA/Air Force A project is within a program as an undertaking with a scheduled beginning and end, and which normally involves some primary purpose. 44 KINDS OF PROJECTS Once a group of tasks is selected and considered to be a project the next step is to define the kinds of projects encountered. There are four categories of projects: INDIVIDUAL PROJECTS Short-duration projects normally assigned to a single individual who may be acting as a project manager and/or a functional manager. STAFF PROJECTS These projects that can be accomplished by one organizational unit, say a department. Staff (or a task force) is developed from each section involved. This works best when one functional unit is involved
16 : Project Growth: Concepts and Definitions SPECIAL PROJECTS Very often special projects occur which require that certain primary functions and/or authority be assigned temporarily to other individuals or unit. These works best for short-duration projects. Long-term projects can lead to severe conflicts. MATRIX OR AGGREGATE PROJECTS These projects require specific (or specialized) input from a large number of functional (or business) units and usually control vast resources. 46 Successes Vs. Failures Failures Projects Successes MATURITY EXCELLENCE 2 YEARS 5 YEARS Time 47 Evolution of Policies, Procedures and Guidelines Life Cycle Phases Policy and Procedure Manuals Guidelines per Life Cycle Phase General Project Guidelines Checklists with Periodic Review Points 1970s Early 1980s Mid 1980s Late 1980s 1990s CONVENTIONAL PROJECT MANAGEMENT LEGEND Project with Concurrent Engineering 48 16
17 : Project Growth: Concepts and Definitions DEFINITION OF A PROJECT LIFE CYCLE CONCEPTUAL FEASIBILITY AND DETAILED IMPLEMENTATION PHASE PRELIMINARY PLANNING PHASE PHASE PLANNING PHASE CONVERSION OR TERMINATION PHASE RESOURCES PMO TIME Resources Utilized 49 PMO * Success: Point Or Cube? Cost Time 50 The Definition Of Success 51 17
18 : Project Growth: Concepts and Definitions Success Definition of Success Primary Factors Within Time Within Cost Within Quality Accepted by The Customer 52 Success Secondary Factors: Customer Reference Follow-on Work Financial Success Technical Superiority Strategic Alignment Regulatory Agency Relations Health and Safety Environmental Protection Corporate Reputation Employee Alignment Ethical conduct 53 Success Critical Success Factors (CSFs) [Focuses on the Deliverables] Key Performance Indicators (KPIs) [Focuses on the Execution Metrics of the Process] 54 18
19 : Project Growth: Concepts and Definitions Key Performance Indicators These are shared learning topics which allow us to maximize what we do right and correct what we do wrong. 55 Components of Failure None A Actual Planned Achievable Perfection B C D E Accomplishment Perceived Failure Actual Failure Planning Failure 56 Components of Failure None A Actual Achievable Planned B C D Perfection Accomplishment Perceived Failure Actual Failure Planning Failure 57 19
20 : Project Growth: Concepts and Definitions Risk Planning Poor Risk Performance Technical Inability Time 58 Mitigation Strategies Available Technical Risk Assessment and Forecasting Financial Risk Assessment Project Objectives Project Planning Project Execution Market Risk Assessment and Forecasting Schedule Risk Assessment Numerous Opportunities for Tradeoffs Limited Resulting from Risk Analyses 59 The starting point in the development of any project management methodology is the implementation of a stage-gate process
21 : Project Growth: Concepts and Definitions Stages Groups of series or parallel activities (based upon the risks of the project) Managed by cross-functional teams To reach a predetermined deliverable established by management 61 Gates Structured decision points at the end of each stage Number of gates must be limited 62 Gatekeepers Individuals (i.e. sponsors) or groups of individuals assigned by senior management Empowered to enforce the structured process (including change management) Authorized to evaluate performance and make decisions And willing to provide the team necessary technical and business information 63 21
22 : Project Growth: Concepts and Definitions Gatekeeper s decisions Proceed to next gate with the original objectives Proceed to the next gate with revised objectives Delay making a gate decision until further information is obtained Terminate the project 64 Stage-Gate Failures Assigning gatekeepers and not empowering them to make decisions Assigning gatekeepers who are afraid to terminate a project Failure to provide the team with information critical to gate reviews Allowing the team to focus more on the gates than on the stages 65 Methodology Inputs People Work (Tasks) Project Methodology Tools Organization 66 22
23 : Project Growth: Concepts and Definitions Resistance to Change High Neutral Low Sales Finance H.R. Eng. Marketing Procurement Manu. R&D I.T. 67 Change Process Support Support for Change Denial Resistance Exploration Resistance Time 68 Types of Cultures Cooperative Non-cooperative Isolated (large companies) Fragmented (multinational) 69 23
24 : Project Growth: Concepts and Definitions Integrated Processes for The 21st Century Project Concurrent Engineering Total Quality Change Risk 70 Integrated Processes (Past, Present, and Future) Yrs: Integrated Processes Current Integrated Processes Yrs: Integrated Processes Project Supply chain management management Total quality Business management processes Concurrent Feasibility engineering studies Scope change Cost-benefit management analyses (ROI) Risk management Capital budgeting 71 Multi-project Are the project objectives the same? For the good of the project? For the good of the company? Is there a distinction between large and small projects? How do we handle conflicting priorities? Critical versus critical projects Critical versus non-critical projects Non-critical versus non-critical projects 72 24
Project Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition
Project Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition Chapter Two Project Management Growth: Concepts and Definitions When to Use Project Management Are the jobs
More informationDepartment of Industrial Engineering
Department of Industrial Engineering Engineering Project Management Presented By Dr. Abed Schokry Chapter Three Organizational Structures 1 Learning Outcomes After completing this chapter students should
More informationChapter Three. Organizational Structures. Chapter 3
Chapter Three Organizational Structures 1 Restructuring Necessity The technology revolution (complexity and variety of products, new materials and processes, and the effects of massive research) Competition
More informationProject Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition
Project Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition Chapter Three Organizational Structures Restructuring Necessity The technology revolution (complexity and
More informationPM 2.0: The Future of Project Management
PM 2.0: The Future of Project Management By Harold Kerzner, Ph.D. International Institute for Learning, Inc. All rights reserved. 1 Copyright Material in this presentation has been taken from the following
More information8. Assess strategies to manage organizational change. 8.1 Identify the role of knowledge management process in a project.
UNIT II STUDY GUIDE Project Governance and Team Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 5. Describe the process of leadership when leading project
More informationChapter- 1: Introduction
Chapter- 1: Introduction Project: Project can be defined as a temporary endeavor undertaken to create a unique product or service. It has a definite beginning and a definite end, is driven by objectives,
More informationPROJECT MANAGEMENT OVERVIEW
Chapter One PROJECT MANAGEMENT OVERVIEW Project management itself is not a new concept. It has been practiced for hundreds, even thousands of years. Any large undertaking requires a set of objectives,
More informationResource Management 2.0 The Next Chapter of Just-in-Time Resourcing
Resource Management 2.0 The Next Chapter of Just-in-Time Resourcing Randy Mysliviec President and CEO Jenna Schofield Senior Consultant 2 2008-2017, Inc. All rights reserved. Just-in-Time Resourcing is
More informationChapter One PROJECT MANAGEMENT OVERVIEW
Chapter One PROJECT MANAGEMENT OVERVIEW Project management itself is not a new concept. It has been practiced for hundreds, even thousands of years. Any large undertaking requires a set of objectives,
More informationProject Planning & Scheduling
Project Planning & Scheduling 2 Objectives To introduce and discuss key concepts and techniques for planning and scheduling major projects To provide ideas for development of a practice session to apply
More informationProject Management 2.0/3.0: Planning for the Future of Project Management. Dr. Harold Kerzner, Ph.D. International Institute for Learning, Inc.
Project Management 2.0/3.0: Planning for the Future of Project Management Dr. Harold Kerzner, Ph.D. International Institute for Learning, Inc. Topic PART 1: CHANGING TIMES: EXECUTIVE APPRECIATION FOR PROECT
More informationInstructor's Manual. to accompany PROJECT MANAGEMENT. A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING ELEVENTH EDITION
Instructor's Manual to accompany PROJECT MANAGEMENT A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING ELEVENTH EDITION HAROLD KERZNER, PH.D. John Wiley & Sons, Inc. Table of Contents PART ONE:
More informationProject Portfolio Management (PPM) Symposium Chicago
1 Project Portfolio Management (PPM) Symposium Chicago May 31, 2007 2 Achieving Project Management Excellence Dr. Harold Kerzner Senior Executive Director International Institute for Learning, Inc. 3 Copyright
More informationThe Many Faces of Project Management
The Many Faces of Project Management May 20, 2014 The Future of Public-Sector Project Management Dr. Harold Kerzner IIL 2 The Future of Public-Sector Project Management By Harold Kerzner, Ph.D. 3 Part
More informationManaging Information System Projects. Railway Staff College, Vadodara November 2011
Managing Information System Projects Railway Staff College, Vadodara November 2011 Importance of Project Management in IS 1995 survey in USA (Standish group Chaos survey 31% of IT projects cancelled before
More informationThe Technology-Driven of. Project Management. Capitalizing on the Potential Changes and Opportunities
The Technology-Driven of Future Project Management Capitalizing on the Potential Changes and Opportunities Technology is enabling innovation more quickly than even the most optimistic organization thought
More informationConvergence of industrial classification between NACE and NAICS First report of the working group October 2000
Convergence of industrial classification between NACE and NAICS First report of the working group October 2000 The agreement signed by the heads of the statistical agencies of Canada, the European Union
More informationCHAPTER 2 DEVELOPMENT AND ORGANIZATION OF PROJECTS
CHAPTER 2 DEVELOPMENT AND ORGANIZATION OF PROJECTS Dr Nabil Elsawalhi Associate Professor of Construction Management 1 CHAPTER 2 1) THE LIFE CYCLE OF A CONSTR. PROJECT: 1.1:CONCEPT AND FEASIBILITY STUDIES:
More informationPassion for People. Power for Projects
Passion for People Power for Projects AYXANO we safeguard the success of projects and organizations Based on 25+ years of experience we know how to combine processes, methods and tools to build an operative
More informationCreating a Sustainable PMO for Achieving Effective Business Results By Dennis L. Bolles, PMP DLB Associates, LLC
Introduction Strategic and tactical planning are actions that the executive and senior management of an enterprise can take to assure the successful implementation of a sustainable PMO. Many enterprises
More informationInstructor: Roger Beauman, PMP. Cell Phone: (618)
Instructor: Roger Beauman, PMP Cell Phone: (618) 530-5894 E-mail: rbeauman@sbcglobal.net beauman@webster.edu 1 2 Management, Seventh Edition Understand the growing need for better project management, especially
More informationInstructor: Roger Beauman, PMP. Cell Phone: (618)
Instructor: Roger Beauman, PMP Cell Phone: (618) 530-5894 E-mail: rbeauman@sbcglobal.net beauman@webster.edu 1 2 Management, Seventh Edition Understand the growing need for better project management, especially
More informationProject Management 2.0/3.0: Planning for the Future of Project Management
Project Management 2.0/3.0: Planning for the Future of Project Management By Harold Kerzner, Ph.D. 2016 by Harold Kerzner, All rights reserved. 1 Topic PART 1: CHANGING TIMES: EXECUTIVE APPRECIATION FOR
More informationFig.1. Project Organization Chart.
THE PROJECT ORGANIZATION STRUCTURE A project organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that fosters
More informationCHAPTER 4 INTEGRATION OF CONSTRUCTION PROJECT MANAGEMENT AND SUSTAINABILITY
CHAPTER 4 INTEGRATION OF CONSTRUCTION PROJECT MANAGEMENT AND SUSTAINABILITY CONTENTS 4.1: THE IDEA 4.2: MANAGEMENT FUNCTIONS 4.3: ORGANIZATIONAL STRUCTURES 4.4: TYPICAL PROJECT DELIVERIES 4.5: ICT IN CONSTRUCTION
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationPROJECT MANAGEMENT METHODOLOGY
Put your logo here Put your organization name here Project Management Methodology Rev. 3.0, 4/15/2008 PROJECT MANAGEMENT METHODOLOGY Your organization logo here Your organization name
More informationMeaningful Involvement in Services Purchasing: Practical Applications. Lisa M. Ellram, Ph.D. Wendy L. Tate, Ph.D.
Meaningful Involvement in Services Purchasing: Practical Applications Lisa M. Ellram, Ph.D. Wendy L. Tate, Ph.D. Agenda Background What is Meaningful Involvement? Purchasing s Evolving Role How can we
More informationBUSINESS ENVIRONMENT. LO 2 : Session 01: Organizational Structure
BUSINESS ENVIRONMENT LO 2 : Session 01: Organizational Structure Introduction to organizing Organizing is the deployment of organizational resources to achieve strategic goals. Organizing is deciding how
More informationUNLEASHING YOUR GREATEST COMPETITIVE ADVANTAGE. Callie Woodward Driving change through continuous improvement
UNLEASHING YOUR GREATEST COMPETITIVE ADVANTAGE Callie Woodward Driving change through continuous improvement We will explore How Continuous Improvement increases the focus on changes that create value
More informationOPM The Missing Link. Jane Betterton, BS,ChE., PMP PMIRGC JaneBetterton.com/ BTSResults.com
OPM The Missing Link Jane Betterton, BS,ChE., PMP PMIRGC 11-2-18 Jane@BTSResults.com JaneBetterton.com/ BTSResults.com Presentation Overview In this session you will learn how PMI s latest foundational
More informationOPM The Missing Link
OPM The Missing Link Jane Betterton, BS,ChE., PMP PMIRGC 11 2 18 Jane@BTSResults.com JaneBetterton.com/ BTSResults.com Presentation Overview In this session you will learn how PMI s latest foundational
More informationManaging Projects at Your Workplace
Continuing Professional Development (CPD) Program No 002 Postgraduate Institute of Management Alumni UAE Managing Projects at Your Workplace by; Nishantha Kulatunge & Darshana Fernando 20 th May 2014 @
More informationTRANSFORMING FOR A NEW INDUSTRIAL ERA
MANUFACTURING IN MOTION: TRANSFORMING FOR A NEW INDUSTRIAL ERA CPU Written by Introduction Manufacturers are navigating a period of intense change as digitalization and advanced technologies transform
More informationVendor Support Agreements: A Competitive Weapon for Optimizing Organizational Assets
998-2095-07-02-15AR0 Vendor Support Agreements: A Competitive Weapon for Optimizing Organizational Assets by Brian Courchesne Executive summary For manufacturers, sustaining operations performance levels
More informationCIA Test Preparation Part I
CIA Test Preparation Part I Study Unit Six: Control Aspects of Management June 2012 Agenda: Control Implications of Organizational Structures Control Implications of Leadership Styles Change Management
More informationCompliance digitalization The impact on the Compliance function. Deloitte Risk Services April 2016
Compliance digitalization The impact on the Compliance function Deloitte Risk Services April 2016 2 Contents Preface 5 Management summary 6 Effects of digitalization 7 Using data in the compliance function
More informationProject Management Professionals
A COLLECTION OF INTERVIEW QUESTIONS FOR Project Management Professionals When interviewing a Project Manager, it s important to set up the discussion for the first couple of minutes in an open dialogue.
More informationOEM Customer Management for Automotive Suppliers
OEM Customer Management for Automotive Suppliers Tier 1 automotive suppliers (Tier 1s) each have a limited number of customers, and so the loss of one customer would strongly affect profitability. Most
More informationThe Agile Leader Participant Name Lara Croft Participant ID HE Date
The Agile Leader Participant Name Participant ID HE655682 Date 9.28.2017 The Agile Leader Redefining Leadership for a Digital World Many leaders today find it challenging to cope with the increasing pace
More informationTRANSFORMING FOR A NEW INDUSTRIAL ERA
MANUFACTURING IN MOTION: TRANSFORMING FOR A NEW INDUSTRIAL ERA CPU Written by Introduction Manufacturers are navigating a period of intense change as digitalization and advanced technologies transform
More informationProject Management Framework
Project Management Framework Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please
More informationWhite Paper. Project Management: Not Just For Project Managers. Add PM Skills to Corporate Training & Boost Business Goal Achievement
White Paper Project Management: Not Just For Project Managers Add PM Skills to Corporate Training & Boost Business Goal Achievement pmcollege white paper series p 888.619.2819 pmcollege.com 2014 Professional
More informationProject Management Professional (PMP) Exam Prep Course 3 - The Basics of Project Management - Part 1
Project Management Professional (PMP) Exam Prep Course 3 - The Basics of Project Management - Part 1 Slide 1 Organizations and Project Management Looking Glass Development, LLC (303) 663-5402 / (888) 338-7447
More information7. What is planning? It is an act of formulating a program for a definite course of action. Planning is to decide what is to be done.
UNIT I FUNDAMENTALS 2 MARKS QUESTIONS & ANSWERS 1. What is software project management? Software project management is the art and science of planning and leading software projects. It is sub discipline
More informationBuild a Change Management Office 9 Steps to Make Your Change Efforts Stick
Build a Change Management Office 9 Steps to Make Your Change Efforts Stick Ani O Leary, Hitachi Consulting May 15 18, 2016 Dallas, Texas, USA 1 Introduction Below is a scenario that may sound familiar.
More informationSYSTEM MODERNIZATION BEST PRACTICES
tl SYSTEM MODERNIZATION BEST PRACTICES SYSTEM MODERNIZATION WORKING GROUP C1 5912-C aamva_systemmodernization_dvd_insert.indd 1 6/7/17 11:01 AM System Modernization Best Practices provides a roadmap to
More informationOrganization and Teamwork. Prentice Hall, 2007 Excellence in Business, 3e Chapter 8-1
Organization and Teamwork Prentice Hall, 2007 Excellence in Business, 3e Chapter 8-1 Effective Organization Structure Divide Responsibilities Distribute Authority Coordinate and Control Work Promote Accountability
More informationCertified Outsourcing Professional (COP) Exam Study Guide
Certified Outsourcing Professional (COP) Exam Study Guide DEVELOPED BY THE INTERNATIONAL ASSOCIATION OF OUTSOURCING PROFESSIONALS (IAOP) PART OF THE COP PROGRAM 2011 The Certified Outsourcing Professional
More informationManagement. Part III: Organizing Ch. 10. Organization design
Management Part III: Organizing Ch. 10. Organization design Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part
More informationEvolution of the Project Management Office. A Guide to Helping the PMO Thrive
Evolution of the Project Management Office A Guide to Helping the PMO Thrive What is the Project Management Office? The Project Management Office (PMO) encourages a new way of thinking about project management
More informationWhite Paper. Strategic Alignment
White Paper Strategic Alignment Within any organisation there will be visions and goals which are set by the governing body 1 and define the purpose of the organisation. These overarching statements are
More informationCHAPTER 2 DEVELOPMENT AND ORGANIZATION OF PROJECTS
CHAPTER 2 DEVELOPMENT AND ORGANIZATION OF PROJECTS 1) THE LIFE CYCLE OF A CONSTR. PROJECT: 1.1:CONCEPT AND FEASIBILITY STUDIES: THE START Recognition of a need for a new facility conceptual analyses Technical
More informationBEST PRACTICES IN Talent Management Article Title Format
SCHOONOVER ASSOCIATES WHITE PAPER BEST PRACTICES IN Talent Management Article Title Format SCHOONOVER ASSOCIATES, LLC. 2015 Dr. Stephen C. Schoonover President, Schoonover Associates, LLC Contents Executive
More informationWHITE PAPER The Three Stages of Harnessing Inventory in the S&OP Journey. Executive Summary
WHITE PAPER The Three Stages of Harnessing Inventory in the S&OP Journey Sales and Operations Planning is a cross functional process to align and develop a conscientious plan between sales, marketing and
More informationInternational Construction Consulting, LLC. Modularization Overview.
International Construction Consulting, LLC Modularization Overview Presentation Overview 1 Modularization Overview 2 An Alternative Construction Method to Deliver Projects 3 Quick Selection Criteria for
More informationPgMP Exam Prep Training - 4 Days
PgMP Exam Prep Training - 4 Days Course Length: 4 Days Course ID: PgMP Credits: 21 PDUs Course Duration: 3 or 4 days (Live in person or online class) Course Level: Advanced Day workshop- PgMP Boot Camp
More informationDelivering Value Why Else Are You Doing The Project?
Delivering Value Why Else Are You Doing The Project? THOUGHT LEADERSHIP WHITE PAPER In partnership with By Andy Jordan, PMP, ProjectManagement.com Research Analyst Projects are the way that an organization
More informationStage 2 Build business case
Stage 2 Build business case The critical home work stage the one that makes or breaks the project Establish a project Define resources required Translations to requirements/specs Develop functional tests
More informationSourcing Optimization Series
Sourcing Optimization Series Part I - Contractor Consolidation Deepak Deb, Virat Bhartiya The boom years following the 2000 2001 economic slowdown witnessed significant growth in the use of third-party
More informationInformation Technology Audit & Cyber Security
Information Technology Audit & Cyber Security Managing Information System Projects Systems & Infrastructure Lifecycle Management Introduction Definitions INTRODUCTION Governance Roles and Responsibilities
More informationStrategic or Bust: Why Project Execution Needs to Change
WHITE PAPER DECEMBER 2017 Strategic or Bust: Why Project Execution Needs to Change The only reason organizations invest in projects is to achieve business results that s something that s forgotten way
More informationCORROSION MANAGEMENT MATURITY MODEL
CORROSION MANAGEMENT MATURITY MODEL CMMM Model Definition AUTHOR Jeff Varney Executive Director APQC Page 1 of 35 TABLE OF CONTENTS OVERVIEW... 5 I. INTRODUCTION... 6 1.1 The Need... 6 1.2 The Corrosion
More informationHow To Manage a Troubled Project GTC Center for Project Management, All Rights Reserved
How To Manage a Troubled Project GTC 2007 1 How To Manage a Troubled Project 2 Logistics Start and finish Breaks and lunch Morning: one 15-minute break Lunch: 60 minutes Afternoon: one 15-minute break
More informationProject Management Framework with reference to PMBOK (PMI) July 01, 2009
Project Management Framework with reference to PMBOK (PMI) July 01, 2009 Introduction Context Agenda Introduction to Methodologies What is a Methodology? Benefits of an Effective Methodology Methodology
More informationPMO QUICK TIP GUIDE FOR ESTABLISHING, SUSTAINING, AND ADVANCING YOUR PMO. Quick Tip Guide compliments of PMO Symposium San Diego, California, USA
PMO QUICK TIP GUIDE FOR ESTABLISHING, SUSTAINING, AND ADVANCING YOUR PMO Quick Tip Guide compliments of PMO Symposium San Diego, California, USA 1 ESTABLISH A NEW PMO At some stage in your journey as a
More informationProgram Management Professional (PgMP)
Program Management Professional (PgMP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published
More informationCourse outline Introduction to project management The project management process groups Project initiation
Course outline Introduction to project management The project management process groups Project initiation Total Quality Project Management 2 Many organizations today have a new or renewed interest in
More informationSession 2: A Phased Life Cycle for a modern system development project. COMP 377/477 Spring 2016 Conrad Weisert
Session 2: A Phased Life Cycle for a modern system development project COMP 377/477 Spring 2016 Conrad Weisert COMP 377 / 477 1 Spring, 2016 Concepts and Terminology We already know what these are: Project
More informationEverything You Need to Know About PMOs
By Bruce Beer, PMP Introduction The emphasis on PMOs (Project or Program Management Offices) is increasing, even though they have been around for many years. With regard to PMOs, this white paper will
More informationInformation Technology Project Management, Eighth Edition. Note: See the text itself for full citations.
Management, Eighth Edition Note: See the text itself for full citations. } Understand the growing need for better project management, especially for information technology (IT) projects } Explain what
More informationGuidance on project management
BSI Standards Publication NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAW raising standards worldwide Guidance on project management BRITISH STANDARD National foreword This British
More informationPrinciples of Management. Lecture 7
Principles of Management Lecture 7 Three Types of Control Control Process Steps A Definition of Organizing The Importance of Organizing Responsibilities of an organizing department would include: 1. Reorganization
More informationRESCUING A TROUBLED PROJECT
RESCUING A TROUBLED PROJECT INTRODUCTION Most endeavors, business or personal, are bound to face challenges at one point or another. The introduction of a new product may encounter problems while manufacturing
More informationQUICK FACTS. Managing and Maturing Support Desks for a Leading Aerospace Organization TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES
[ Manufacturing, Managed Services Offering, Network Infrastructure Services Support Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES QUICK FACTS Client Profile Industry: Aerospace, manufacturing
More informationIT Portfolio Management
IT Portfolio Management An overview discussing the theory of Portfolio Management as it applies to a firm s Information Technology needs and available resources. Sebastian Gawenda 12/3/2008 Sebastian Gawenda
More informationhttps://testbankarea.com/download/project-management-systems-approachplanning-scheduling-controlling-11th-edition-test-bank-harold-kerzner/
Test Bank Project Management: A Systems Approach to Planning, Scheduling, and Controlling 11th Edition Harold Kerzner Details more chapters download link: https://testbankarea.com/download/project-management-systems-approachplanning-scheduling-controlling-11th-edition-test-bank-harold-kerzner/
More informationProject Charter. A. General Information
A. General Information Project Title: Brief Project Description: Prepared By: Date: Version: B. Project Objective: Explain the specific objectives of the project. For example: What value does this project
More informationProject Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition
Project Management: A Systems Approach to Planning, Scheduling, and Controlling Twelfth Edition Chapter Ten Working with Executives Type of Sponsor Involvement Micromanagement Effectiveness Invisibility
More informationWhy PMOs Fail: Is Your Organization at Risk?
Why PMOs Fail: Is Your Organization at Risk? June 10, 2010 Presented by Phil Kyle Infinitive 2010 1 Agenda» Defining Our Terms» How PMOs Create Tangible Value» What Are the Common PMO Pitfalls?» Assessing
More informationPMO LEADERSHIP STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT AND SUCCESS
PMO LEADERSHIP STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT AND SUCCESS Presented by Ruffin Veal III MSPM, PMP Project Management Institute Minnesota Chapter August 17, 2016 PRESENTATION OVERVIEW Our Challenges
More informationEMEA 2008 Supply Chain Top 10 Predictions
EMEA 2008 Supply Chain Top 10 Predictions February 19, 2008 Pier Manenti EMEA Research Director IDC Manufacturing Insights About Manufacturing Insights Leading provider of fact-based market research, custom
More informationThe Core Structure of TOC Thinking Processes and their Applications to Improve Systems. Oded Cohen
The Core Structure of TOC Thinking Processes and their Applications to Improve Systems (The U Shape) Oded Cohen 2006 Symposium the Kyushu chapter, the Society of Project Management (SPM) October 2006 The
More informationTrainERGY project. Good practice - Template
TrainERGY project Good practice - Template Date: 19 th November 2016 Place: Naples, Italy made of the information contained therein. Page 1 of 12 Table of Contents 1 INTRODUCTION... 3 1.1 GOOD PRACTICE
More informationORDER OUT OF CHAOS: THE CASE FOR BUILDING A SUPPLY CHAIN CONTROL TOWER. White Paper
White Paper ORDER OUT OF CHAOS: THE CASE FOR BUILDING A SUPPLY CHAIN CONTROL TOWER The competitive dynamics of globalization have led most companies to rely increasingly on outsourcing to a web of loosely
More informationCHP 1: AN OVERVIEW OF IT PROJECT MANAGEMENT
1 CHP 1: AN OVERVIEW OF IT PROJECT MANAGEMENT Slides by: Ms. Shree Jaswal TOPICS TO BE COVERED Introduction The state of IT project management Context of project management Need of project management Project
More informationICMI PROFESSIONAL CERTIFICATION
ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities
More informationCONCEPTUAL DESIGN OF AN AUTOMATED REAL-TIME DATA COLLECTION SYSTEM FOR LABOR-INTENSIVE CONSTRUCTION ACTIVITIES
CONCEPTUAL DESIGN OF AN AUTOMATED REAL-TIME DATA COLLECTION SYSTEM FOR LABOR-INTENSIVE CONSTRUCTION ACTIVITIES H. Randolph Thomas The Pennsylvania State University Research Building B University Park,
More informationCloudy skies. How to bring clarity to your cloud platform in order to optimize your investment. September 2016
Cloudy skies How to bring clarity to your cloud platform in order to optimize your investment September 2016 The benefits of the cloud are clear Flexibility Scalability Accessibility Decreased initial
More informationUnderstanding and Mitigating IT Project Risks BY MIKE BAILEY AND MIKE RIFFEL
Understanding and Mitigating IT Project Risks BY MIKE BAILEY AND MIKE RIFFEL Technology projects can present organizational challenges, and the associated risk is one of the finance officer s primary concerns
More informationC7 Structure Organizational forms Solutions
Solutions 1 a An organizing structure defines how an enterprise will be structured while an operating structure defines processes and processes: Organizing structure Establishment of the al structure -
More informationPROJECT SCHEDULING & CONTROL
PROJECT SCHEDULING & CONTROL Project Project Management PM Knowledge Areas Time Management 1 Project What is a PROJECT? Definition used by PMI: A temporary endeavor undertaken to create a unique product,
More informationFive Guiding Principles of a Successful Center of Excellence
Five Guiding Principles of a Successful Center of Excellence What is a Center of Excellence? At some point in their life cycle, most companies find it beneficial to develop a Center of Excellence (CoE).
More informationCity of Saskatoon Business Continuity Internal Audit Report
www.pwc.com/ca City of Saskatoon Business Continuity Internal Audit Report June 2018 Executive Summary The City of Saskatoon s (the City ) Strategic Risk Register identifies Business Continuity as a high
More informationWhy Project Management?
Chapter 1 Learning Objectives After completing this chapter, students will be able to: Understand why project management is becoming such a powerful and popular practice in business. Recognize the basic
More informationProgramme & Project Planning and Execution
Portfolio, LEADING THE WAY IN PROJECTS Programme & Project Planning and Execution Caravel Group - Project Management with a total focus on value THE SPECIALIST FOR LARGE COMPLEX MULTI-DISCIPLINED PROJECTS
More informationPROJECT MANAGEMENT (PMP EXAM PREP COURSE)
PROJECT MANAGEMENT (PMP EXAM PREP COURSE) TRAINING MANUAL TABLE OF CONTENTS Chapter 1: Introduction Chapter 2: Organizational Influences and Project Life Cycle Chapter 3: Project Management Processes Chapter
More informationYour Career. Brad Malone, PMP. President / Principal Consultant December 15, 2018
Your Career Brad Malone, PMP President / Principal Consultant brad@twinstarconsulting.com 847-890-3609 December 15, 2018 Topics of Discussion Your Skills Your Principles Your Reputation Customers Management
More informationIntroduction to Systems Analysis and Design
Introduction to Systems Analysis and Design What is a System? A system is a set of interrelated components that function together to achieve a common goal. The components of a system are called subsystems.
More information